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The facets, antecedents and consequences of coopetition: An entrepreneurial marketing perspective

James M. Crick (Loughborough University School of Business and Economics, Loughborough, UK)

Qualitative Market Research

ISSN: 1352-2752

Article publication date: 9 April 2018

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Abstract

Purpose

The purpose of this study is to explore the facets, antecedents and consequences of coopetition using three dimensions of entrepreneurial marketing. Coopetition is the interplay between competition and cooperation in which companies seek to collaborate with their rivals with the aim of enhancing performance compared to if they operated independently.

Design/methodology/approach

This paper reports on 38 interviews across 25 firms competing in the New Zealand wine industry. Triangulation procedures were via primary and secondary methods. This data was analysed through a series of techniques to produce credible findings.

Findings

Coopetition is comprised of resource- and capability-sharing activities. These activities are driven by an industry-wide cooperative mind-set; also, firms having access to competitors’ resources and capabilities. Coopetition was found to increase performance in ways that would not be possible if firms did not collaborate with their rivals.

Originality/value

Previous studies have focused on the facets and consequences of coopetition rather than its antecedents. Whilst exploration of these facets was undertaken in this study to reinforce prior research, this paper also investigates the antecedents of coopetition underpinned by the resource-based theory to contribute to the entrepreneurial marketing literature.

Keywords

Citation

Crick, J.M. (2018), "The facets, antecedents and consequences of coopetition: An entrepreneurial marketing perspective", Qualitative Market Research, Vol. 21 No. 2, pp. 253-272. https://doi.org/10.1108/QMR-11-2016-0109

Publisher

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Emerald Publishing Limited

Copyright © 2018, Emerald Publishing Limited

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